'.tern Extern Grou Com an Limited b Guarantee Trustees, Re ort & Financial Statement Year End 31 March 2025 Company Registration Number: N1618684 Charity Registered with HMRC: N100263 Charity Number: NIC103226 Extern Group Consolidated Company Limited by Guarantee Table of Contents Year Ended 31 March 2025 Reference and Administrative Details of the Charity Trustees, Annual Report Independent Auditor's Report to the Members 26 Consolidated Statement of Financial Activities 30 Company Statement of Financial Activities 31 Consolidated Statement of Financial Position 32 Company Statement of Financial Position 33 Consolidated Cash Flow Statement 34 Company Cash Flow Statement 35 Notes to the Financial Statements 3649 Extern Group Consolidated Reference and Administrative Details of the Charity Year Ended 31 March 2025 Dr Lynne Mcmordie (interim Chair from 21 November 2025) Aideen D'Arcy (Chair from 15 April 2025, resigned 21 November 2025) Shane McLaughlin (interim Chair from 25 January 2025 until 15 April 2025) lan McAvoy (resigned 25 January 2025) Stephen Leach (resigned 12 October 2025) Noreen Wright Stephen Mccormick (appointed 23 January 2025, resigned 21 November 2025) Dr Joan Broder (appointed 15 April 2025) Niall O'sullivan (appointed 15 April 2025, resigned 21 November 2025) Marian Quinn (appointed 15 April 2025) Tony O'Donovan (appointed 17 June 2025) Paul Doran (resigned 19 June 2025) Fiona McGinley (appointed 23 September 2025) Chair Other Trustees, Company Secretary Lesie Ann Scott (appointed 15 April 2025) lan McAvoy (resigned 23 January 2025) Management Team Colin Haybum (to November 2024} Leslie Ann Scott, CEO (from De￿mber 2024) Leslie Ann Scott. COO (to November 2024) Jonathan Carroll, Director of People and Organisational Development Pauline Flynn, Director of Finance and Corporate Services Kieran Murphy, Interim Director of Finan￿ and Corporate Services (from January 2025) Sharon Heaty, Director of Communications, Engagement and Partnerships Deirdre O'Driscoll, Director of Se￿1￿$ Ireland Mal Byrne, Director of Mental Health and Addictions Services (from April 2024) Emma Purdon, Director of Communities and Family Services (from April 2024) Principal Bankers Bank of Ireland 1 Donegall Square South Belfast BT15LR Principal Solicitors Worthingtons Solicitors 24-38 Gordon Street Belfast BT12LG Auditors Moore Nl Donegall House 7 Donegall Square North Belfast BT15GB Registered Office Hydepark House 3 McKinney Road Newtownabbey BT36 4PE Company Reg. No. N1618684 Charity No. HMRC N100263 Charity Commission No. NIC103226 Extern Group Consolidated Report of the Trustees Year Ended 31 March 2025 Annual Trustees, Re ort The Members of the Board ("Trustees") present their report to accompany the Financial Accounts for the year ended 31 March 2025. The Members of the Board confirm that this report and Financial Statements of the company's governing document, the Companies Act 2006, have been prepared in accordance with Accounting and Reporting by Charities. Statement Of Recommended Practice applicable to charities preparing their account in accordance with FRS102. Oryanisation Overview, Objectives and Activities Extern Group is the parent company of Extern Northern Ireland and Extern Ireland. It provides strategic direction, governance and compliance functions for Extern Northern Ireland and Extern Ireland. The seNices of Extern are provided by Extern Northern Ireland and Extern Ireland in their respective jurisdictions. Extern is a Community & Voluntary organisation, its primary purpose is to provide services across the island of Ireland to support adLtits, young people, families and children who are.. Facing family breakdown Dealing with addictions Impacted by suicide and poor mental health Living with past offences or in the criminal justice system Experiencing homelessness Children looked after Engaged in alternative education and employability supports Minority Communities and Members of the Traveller Community Living with neurodiversity Extern's Strategic Direction and Transition to a New Five-year Strategy Extern is commissioned by public sector bodies and government departments across the island of Ireland to deliver a range of vital community seNices. From April 2024 to March 2025, Extern operated under a Strategic Direction Plan designed to guide the organisation through a transitional year ahead of the launch of its new five-year strategy in April 2025. This Strategic Direction Plan served as the foundation for the development of the 2024-2025 Operations Plan. At the beginning of the year, Extern made a firm commitment to the cornerstone of its forthcoming strategy.. to become a fully Trauma-lnformed Organisation by the end of the 2025-2030 strategic period. To support this transformational goal, Extern introduced a transitional Vision, Mission, and Values framework. This interim framework is designed to guide the organisation's culture, operations, and strategic development as it moves towards the new five-year strategy. Our Vision Extern will lead in the innovation of trauma informed services to meet the growing complex needs of people who face exclusion, isolation and injustice. Our Mission To establish meaningful connections with families, young people and individuals who are most marginalised in our society. Extem Group Consolidated Report of the Trustees Year Ended 31 March 2025 To build resilience and create pathways to safety, stability, security and a new future for the people we support through a continuum of service delivery. We will be an advocate on their behalf. Our Values Our values have changed in consultation wrth staff, and they are an expression of our commitment to becoming a fvlly Trauma Informed Organisation and reflect the five core principles of trauma informed practice. Safety We will prioritise and care about the physical, psychological, and emotional safety of our staff and Ser￿1￿ users. Choice We will uphold our belief in the freedom of choice. choi￿ is having options, honouring the rights and responsibilities of everyone we connect with. Collaboration We will collaborate with openness and transparency. Every encounter will be a respectful partnership for the effective delivery of our service. Through collaboration in advocacy, we seek to become more effective in influencing policy and bringing about positive societal change. TruS￿orth1nesS We will ensure our govemance, clear policies, procedures and behaviours underpin integrity and respect amongst staff, service users and funding partners. Empowerment We will encourage people to achieve their personal goals by providing guidance and support. Mfften people become empowered, they have a sense of purpose, self-belief, feel valued and have a voice in decision-making, at individual and organisation level. Six strate illars with ke ectives The following areas of strategic focus guides the work of Extern in this reporting period. Strate Pillar 1 The Peo lewesu ort We will continue to create the conditions to ensure the people who use our ServI￿S experience a meaningful and non-judgemental connection with our experienced staff who will meet them where they are at and support successful outcomes. ectives Establish meanin ful connections with socie 's most mar inalised and advocate with and on their behalf. ultivate a safe, invitin and res ectful atmos here within our services. ork alongside service users to identify desired outcomes from our services, prioritising their insights and eriences as we create athwa s to treatment and wellbein education, em lo ment and housin Establish a service user engagement forum to ensure Servi￿ users, voices are heard in the development of Extern Group Consolidated Report of the Trustees Year Ended 31 March 2025 Strate Pillar 2 Our Services We will critically analyse each of Extern's service areas and develop a new strategy for each of our eighl service specialisms bjectives Design and deliver innovative, high-quality services onitor the effective and efficient delivery of services to ensure they meet the needs of our service users and ommissioner strate ies Measure and communicate outcomes in agreement with our service users and commissioners to impact positive ocietal chan Harness data and insights to develop a continuum of ServI￿S and seek opportunities to partner with other anisations Strate Pillar 3 Our Commissioner Funders Our commissioners are our strategic partners in developing innovative, effective services. We will manage funds with integrity and transparency ensuring value for money through our service delivery. bjectives Nurture relationships with commissioners grounded in trust, respect and integrity o be more than a contractor, to be a valuable partner Deeply align our services with our commissioners, strategies, responding proactively Share data and insight from services and research to inform commissioners to support the innovation, evelo ment and fundin of future olic and services. Strate Pillar 4 Our Peo Our staff and volunteers are trusted partners in the delivery of our services. We will focus on making Extern a great place to work, developing, retaining and attracting a diverse, highly skilled, and motivated team. bjectives Foster a culture where staff and volunteers are respected, supported and empowered Deepen staff engagement and staff welfare through staff forums Involve staff in strategic decision making and ensure transparency and clarity in all communications Prioritise staff wellbeing in line with the new trauma informed values Strate Pillar 5 Our Thou ht Leadershi Research and Polic Focus We recognise the value of service data, evidence-based insight and the voice of the service user experience as being integral to informing and influencing policy and strengthening our engagement with policy makers and key officials and elected representatives bjectives Deepen our engagement and understanding of all laws and policies impacting our service users and advocate on heir behalf Extern Group Consolidated Report of the Trustees Year Ended 31 March 2025 eek to engage and inftuence policy makers with evidence-based insight and grow our reputation as a trusted 01￿ for chan etosu ort Servi￿ users and the communities we su ort. Initiate and cultivate partnerships with academic entities to explore independent research for deeper insights on helm act of our service users Continue to develop Extern's Practice Development Unit in its delivery of training and development of social orkers in Northern Ireland Strate Pillar 6 Our Governance and Sustainabil" bjectives Deepen transparency and efficiently in our governan￿ and services to ensure Extern is sustainable economically nd environmentall Operate with best practice in our delivery of services and corporate supports and act with financial propriety in all edo. Ensure the safety and well-being of service users and staff ensuring they are always our primary focus, and we led e to res ect the inte of our Servi￿ users, staff, commissioners and funders. e will seek to diversify funding and explore new fvnding channels to delivery on the organisation's strategy. Activities - Service Delive Extern Group is the parent company and services are delivered by the subsidiary companies, Extern Northern Ireland and Extern Ireland. Extern Northern Ireland Services Activity overview Extern's Nl services are commissioned by Government Departments and Statutory Agencies in Northern Ireland through public procurement processes. These commissioned programmes are delivered in close partnership with commissioner-funders to support the achievement of their strategic objectives and contribute to the outcomes set out in the Programme for Government. Extern service delivery spanned 54 projects across our eight specialist areas of service provision. ervice Delivery Areas upported Accommodation and Homes Harm Reduction and Recovery Mental Wellbeing Supports Family and Youth Supports acial and Ethnic Minority Supports Education and Employment Supports are Experienced Children Supports ustice No of Projects 16 12 During this reporting period Extem services supported 11, 461 individuals as well as 573 indirect beneficiaries. Extem Group Consolidated Report of the Trustees Year Ended 31 March 2025 Hann Reduction and Recovery Services Offering services to those who require low threshold support with alcohol andlor drug problems or Mental Health support. These services are provided at various locations throughout Northern Ireland. The nature of the services are further outlined below-. Alcohol Housin ort is funded through the Public Health Agency (PHAI. The team use an assertive outreach approach to engage with adults who are at risk of homelessness because of problematic alcohol use. The aim is to prevent tenancy breakdownlprevent homelessness and reduce alcohol use to improve health and wellbeing. This is achieved through using both practical and therapeutic interventions including bespoke harm reduction planning, motivational interviewing and solution focused goals. Advocacy for access to critical health, housing and benefit support is also provided based on the individuals, needs. BDACT Connections is funded by the PHA. It is the operational arm of the Belfast Drug and Alcohol Coordination Team IBDACT) and delivers against the Belfast DACT (Drug and Alcohol Connections Teams) action plan. Our staff provide training to local groups and communities and with Regional Connections colleagues, develop initiatives and interventions in line with strategic plans to address drug and alcohol issues at a general population level. The project also undertakes health-based initiatives such as Dry January, by arranging awareness events across the city highlighting the benefits of harm reduction and healthy alternatives to alcohol and drug use. Their community training role is in addition to information sharing and the development of materials which local voluntaryl statutory agencies can use to reduce community harms. Communi Crisis Interventlon Service ccis was successfully retendered in 2021 and secured three-year funding from the DOH via Community Foundation Nl. The team supported those in crisis from Thursday to Sunday evenings inclusive and has recently expanded its remit to include therapeutic and brief intetventions in response to identified need in the community. Staff also delivered wellness supports such as the walk and talk group which links local people to their Community. Communi Enhanced Needle S rln e Exchan e Service NSES is funded through the Public Health Agency (PHA). This is the first NSES provided by the Community and Voluntary sector in Nl with the aim of providing bespoke harm reduction advice and brief 1-1 interventions to People Who Inject Drugs (PWID). This year staff worked in partnership with ststutory consultants and nursing services to offer clinics for hep C testing and treatment and are currently offering blood spot screening for blood borne viruses to all service users. All staff have been trained in offering wound care guidance which in the future will include provision of specific dressings post specialist assessment. Com lex Lives Intensive Su ort Workers consists of staff members recruited in 2023 to support the Belfast City Council led Complex Lives initiative. The staff are aligned with Criminal Justice Floating Support and SISS to intensively support those with complex needs who are currently homeless in Belfast city centre. The pilot involves significant multiagency support across several programmes aimed at providing access to services such as health, wellbeing, and social and financial services with the aim of accessing and maintaining accommodation. Extern is also part of the Multiagency Steering Group and CEO Advisory Group. Communities In Transition- Shankill is funded by The Executive Offsce ITE0} and is aimed at improving mental health and wellbeing in specific communities that have a history of paramilitary control and influence. Historically, the project developed localised initiatives identified by individuals and groups in the community and trained local Community Champions. The new phase of CIT will focus on the 1-1 interventions delivered with individuals who have on-going experience of mental ill health and l or harmful use of substsnces as a result of their experiences. There is no maximum engagement period which enables on-going positive change. Communities In Transition - Larne and Carrick is a similar project to the Shankill initiative but initially promoted community collaboration with other local services which were previously less cohesive. It delivers localised plans, interventions and supports to improve mental wellbeing and reduce the impact of substance use issues. The project covers a large geographical area and works closely with existing community representatives and programmes to ensure effective in-reach into the community. Extern Group Consolidated Report of the Trustees Year Ended 31 March 2025 Dru Accommodation Su ort Pro ramme DASP) is funded through the PHA. This is a multiagency initiative with a 'Harm Support and Reduction, ethos to support People Who Inject Drugs (PWID) and who experience homelessness, to stabilise their use through accessing temporary supported accommodation. The specialist DASP worker liaises closely with hostel staff and local ststutory and C &V agencies to advocate for clients who need aC￿sS to treatment and support. The multi-agency steering group, including Nl Housing Executive, PSNI, Public Prosecution Service, Supporting People, Homeless Connect and voluntary hostel providers developed the protocol for this project with the aim of reducing drug related deaths amongst the homeless population. Extern Ham Reduction Trainin is primarily funded through PHA although ad hoc sessions from external providers/ agencies can be delivered on request as capacity permits. Initially the training on offer was specific to Naloxone administration and supply alongside Train the Trainer sessions for organisations to share with their own staff in the event of a suspected opiate overdose. Extern continue to deliver the face-to-face aspect of this training, and it re￿iVeS very positive feedback from participants. Other sessions developed by the manager include safer injecting, and needle exchange training days which have all been devised in response to requests from sector partners who require specialist knowledge. Fami Su ort and Suicide Prevention Res onse Services and Crjsis Res onse Crisis Team work with service users to address suicidal ideation using accredited and evidence-based inteNentions to reduce immediate crisis and identify individualised safety plans. 1-1 therapeutic sessions are also offered to clients to address the situational stressors and triggers which impact negatively on mental health. Referrals are a¢￿pted from any individual including BHSCT Mental Health Liaison staff and the Primary Care Mental Health teams in Belfast. The service also offers community in-reach to families bereaved through suicide and provides training to local ne￿orkS around mental health and suicide awareness. The Freedom Pro"ect is a new cross community project which operates in the Derry City and Strabane District Council Area and is funded through PeacePlus via the Council. This is an exciting project which delivers group sessions about substance and alcohol use and mental health to individuals and families across the DCSDC and into Donegal. The overarching premise of the funding is to promote resilience and recovery in communities impacted by the Nl conflict and to develop positive relationships across the religious divide and to include those from diverse ethnicities to embrace community cohesion. Low Threshold Services are currently delivered within the Northern and Southern Health & Social Care Trust areas. The overall aim is to assist individuals to reduce their risk of alcohol andlor drug use by providing support that best meets their individual needs (including needle exchange) within the home and community settings. The Servi￿ offers an open referral process to individuals who continue to use substances and alcohol and has a high threshold in terms of supporting those who often experience significant chaos in their pattern of use. Reach Out is a team funded by the Department for Communities (Dfc) and works across Belfast to target areas of community deprivation by improving mental wellbeing and access to servI￿s. Targeted training complimentary therapies, wellness calendar, drop-in clinics and awareness initiatives are delivered to local individuals, communities, and schools to address issues such as suicidal ideation, self-harm, and alcoholldrug misuse. The Servi￿ offers a host of group interventions which support individuals to integrate socially with others from their community in addition to longer term 1-1 therapeutic sessions. SISS Social Worker is a post that works alongside the SISS team to engage and support young people aged 17- 25 who are using drugs problematically. The post was not refunded and closed March 2025. Ste 2 Northern Trust is funded through the PHA and targets those across the Northern Trust area who have insight into their increased use of substance and alcohol use and require support to redu￿ this. The project supports individuals and families using 1-1 therapeutic interventions which are delivered in the client's own home, or in local community spaces. Ste 2 Southern Trust Partnershi is funded through the PHA. Extern are part of a three-organisation partnership (AS￿rt, Dunlewey) delivering this service across the Southem Trust region. The service works with individuals and their families who require support to reduce increased use of substsncesl alcohol using 1-1 therapeutic interventions. Extern Group Consolidated Report of the Trustees Year Ended 31 March 2025 Street In"ectors Su ort Service siss is funded through the PHA and Belfast Policing and Community Safety Partnership. It uses experienced staff with specialist training to assertively engage PWID in Belfast city centre, many of whom are also experiencing homelessness, sofa- surfing or rough sleeping. The service also includes collection and disposal of inappropriately discarded injecting equipment and educates clients on how to safely dispose of used needles etc. Many of the individuals the team support, do not engage with any other services and as a result they are often physically unwell and require primary care involvement. The stsff team respond to opiate overdose situations in the city centre on request using Naloxone and CPR while waiting for NIAS response and have saved many lives to date. Engaging with local businesses and stakeholders in the city centre is another important function of the team with the aim of reducing tensions, stigma and improving understanding of the issues experienced by the client group. Communlties Services Extern provides a range of services to adults and families. These include homelessness, housing, and refugee support. The nature of the services is further outlined below.. Af han Resettlement Scheme ARAPIACRS is funded by The Executive Office. This service provides Key Workers to support Afghan families in their transition to their new homes in Northern Ireland. Extern works alongside the same delivery partners as the Northern Ireland Refugee Resettlement Service, as a consortium. Staff are there to offer a wrap-around service for families for each of the new arrivals and to continue to provide ongoing support to existing families where local services are not available. Staff also advocate on behalf of families and individuals with statutory services as appropriate. Barlsta Academ is a project_funded by Community Foundation Northern Ireland through the RTE Toy Show Grants Programme. This project is working with 50 young refugee andlor asylum-seeking individuals to build capacity, increase confidence and develop skillslqualifications to enhance their ability to a¢￿sS the employrnentitraining workforce in Northern Ireland. This pilot has been externally evaluated with the aim of using evidenceloutcomes lo support an application for longer term funding Com lex Floatin ort CFS is funded by Nl Housing Executive (Supporting People}. The service aims to offer support to those with multiple and complex needs to maintain their tenancy. The team operates across a continuum of support, to those who are homeless, or at risk of homelessness and have complex needs. The role of prevention, assessment and access, crisis intervention and sustainment services are all essential to maximise the likelihood of successful settlement into tenancy and to prevent the continual cycle of in and out of homelessness. Dismas House is funded through Supporting People. It is a 14-bed unit providing PBNI Approved Accommodation, supervision, monitoring, and support to a range of service users who have been assessed under statutory frameworks as being of medium to high risk of reoffending, until they can be positively re-integrated into the community and appropriate permanent accommodation has been identified and agreed. Dis ersed Outreach Teams includin Farset Belfast Enniskillen Mid-ulster provides intensive support to individua5s who have a range of complex needs and vulnerabilities. These teams are multi-skilled in both engaging with individuals who have complex needs, and in identifying reflective and holistic supports. The teams aim to achieve positive outcomes with clients, including tenancy sustainment, management and support systems and mental health and physical health and wellbeing supports. The Farset Belfast service provides a bespoke facility for Temporary Accommodation in Belfast, with Extern providing appropriate support arrangements alongside our partners at Farset International. Extern Homes has been operating since March 2017. The Extern Homes project has been created to move people from homelessness into homes. We currently have ten properties which are let to tenants. A third of tenant's progress into employment andlor education and zero return to homelessness. Extern Homes provides two-year tenanciesl1lcen￿ agreements for people who are homeless, and the supports required to sustain life in the community. The project focuses on making the transition from homelessness to becoming a tenant a positive, affordable, and comfortable experience. 1C Extern Group Consolidated Report of the Trustees Year Ended 31 March 2025 Extem Homes offers tenants: Quality, affordable, and supported accommodation A chance to move into the private rented sector A ￿0-year tenancyllicence agreement followed by a rolling monthly agreement. Floatin ort Services Criminal Justice deliver a fiexible and responsive service for medium to high-risk service users with an offending history living in the community. The service is funded by Supporting People and aims to support individuals make the transition from prison to community and to secure and maintain accommodation. This service supports individuals with substance use issues, mental health issues, integration, reduced socialisation and most importantly helps to reduce the risk of re-offending. Interventions are based on the Good Lives Model, building on the individual's strengths and needs. Frontline Network Counsellin was established in January 2022. The project provides counselling services to support individuals within Extern's homelessness services. The service supports individuals to maintain positive mental health, counter social isolation, avoid further offending and manage and sustain their own accommodation. This Counselling servi￿ provided support to 60 service users per year {183 in total} be￿een January 2022 and its closure in December 2024. Homes for Ukraine is funded by The Executive Office. The Homes for Ukraine Scheme in Northem Ireland allows Ukrainian nationals and their immediate family members to apply for permission to come to the UK. As a delivery partner, Extern are responsible for completing several screening checks to assess the suitability of a host application prior to the guesys arrival. This includes screening the accommodation for adequate space, privacy and health and safety. Extern will also pr¢xess safeguarding checks in the form of Access Nl and HSC checks (via HSC Trusts}. Finally, Extem also completes a follow-up visit to confirm safe arrtval and that people have settled into host accommodation. The Innis Centre is funded through Supporting People. It is a purpose built 20-bed unit providing PBNI Approved Accommodation, supervision, monitoring, and support to a range of service users who have been assessed under statutory frameworks as being of medium to high risk of reoffending, until they can be positively re-integrated into the community and appropriate permanent accommodation has been identified and agreed. Multi-Disci lina Homeless Su ort Team MDHST Belfast and Southeastern is funded by Nl Housing Executive and jointly commissioned with Belfast Health and Social Care Trust (for Greater Belfast area). This service offers support to people who are homeless, or at risk of homelessness and have additional complex needs relating to diagnosed and undiagnosed mental health issues, substance misuse, physical health issues, offending backgrounds, leaming disabilities and family issues. MDHST works in partnership with Nl Housing Executive, Health & Social Care Trust, and other voluntary sector organisations to support individuals and families to access and sustain appropriate temporary accommodation and to access mainstream health and social care servI￿s. It works collaboratively with statutory and voluntary agencies and regularly convenes case strategy meetings. The team advocates on behalf of seNice users and facilitates pathways and channels of communication be￿een statutory and voluntary agencies to improve access to healthcare. This multi-agency approach enables a coordinated and holistic approach to supporting individuals and families with muttiple needs. MUST Hostel Mid Ulster and South T rone is funded by Supporting People. It offers accommodation, support and help tailored to the specific needs of single men and women aged be￿een 18-65 who are homeless. The hostel aims to deliver a modern supported housing service which is flexible and has a holistic approach to individual. The hostel has 20 beds including provision to risk manage and support those who are subject to supervision under licenses or other restrictions within PBNI'S Approved Premises arrangements. Northern Ireland Refu ee Resettlement Service is funded by The Executive Office. This Servi￿ has been operating since December 2015. Extern delivers this Servi￿ alongside partners within a consortium, who operate the provision of specialised resettlement support to individuals and families who have arrived under the UK Vulnerable Persons Relocation Scheme (VPRS}. The service provides key workers to support individuals and their families arriving under the Scheme. Staff work intensively with individuals and families as they transition to their new home and resettle in their local communities. Additional supports include a holistic assessment of needs, practical support and link-up with statutory services to help families resettle in Nl. Staff are based in DerrylLondonderry, Greater Belfast, and the Armagh, Banbridge and Craigavon council areas. There has been 11 Extern Group Consolldated Report of the Trustees Year Ended 31 March 2025 no new arrivals through this scheme since 2022, however the team are still delivering floating support to families who are settled. Ormeau Centre Hostel is funded by Supporting People and has been operating since 1978. The Centre provides 29 direct access emergency accommodation for men and women experiencing homelessness. The ￿ntre provides an open, non-judgemental referral policy and is aimed at removing the barriers to accessing support, tackling street homelessness, and combating social exclusion. The majority of those who come to the Ormeau Centre have been homeless for some time or have been living on the street. Many are experiencing difficulty with their mental health, substance abuse andlor physical wellbeing. All have experienced a crisis at some point in their lives that has led to them losing their family, friends, or local community ne￿OrkS. Within the 29 beds, up to 13 of these are allocated to service users who are actively injecting drugs and who are managed and supported within the DASP protocol. In July 2024 the Ormeau Centre, in partnership with the PHA, established an onsite needle exchange facility to provide out of hours support to these service users in relation to safer injecting and the reduction of blood borne viruses. Prisoner ort Pro ect is a partnership programme established and funded by Extern and the DOJ. This programme is in the 2-year pilot stage, having gone live in January 2024. The programme is for individuals who have been subject to short custodial sentences and who are not otherwise supported by PBNI or adherence to court ordered license. With a particular focus on Mental Health and Addiction issues, this 2-stage programme engages seNice users prior to their release from prison, in the implementation of the "Let's Talk" programme which is based on Tony Ward's Good Lives model, and which focuses on the different aspects of life that an individual needs to thrive and to avoid reoffending. Following completion of the programme, service users receive continued support, via a warm handover to a social worker in the community who will work with them for a period of 6 months following release Radius Intensive Tenanc Su ort is funded by Radius Housing. In December 2024, Extern commenced pilot intensive tenancy support service, which supports individuals to sustain their tenancy with Radius Housing. This service utilises evidence-based interventions and an assertive outreach model, which promotes increased effort and targeted approaches towards a person's complex needs that could have an impact on their ability to maintain their tenancies. In order to address these housing issues, we work with the client to examine the root causes and offer interventions and support to help reduce the impact of these, with the view to maximise a person's independence, reducing the impact of a crisis and engaging with local community ne￿orkS to create longer term supports. Although in its infancy, this service has been well-received by both service users and Radius Housing. Refu ee Floatin ort is funded by Nl Housing Executive (Supporting People) and has been operating since 2013. It works intensively with refugees during the 28-day notice period given to move out of National Asylum Support servi￿ (NASS) accommodation and provides medium to long-term specialist and practical support and advice to resettle in the community- This ongoing intensive, comprehensive, one to one support includes, but is not limited to, housing, benefitslfi'nancial and budgetary management, health, education, legal status, training and employment, family reunification and community integration. The service aims to prevent homelessness and to maintain tenancies by directly supporting individuals who have housing issues and practical problems settling into the local community. The seNice works across the community and has existing ne￿orkS with a range of other refugee and asylum support organisations. The team is an active participant in the Migrant Forum, the Refugee and Asylum Forum and the Nl Asylum Stakeholders Forum. SAIL Pro"ect Su orted Adults for Inde endent Livin is funded by Supporting People. The service was established by our MUST Hostel in Cookstown, to provide floating support with the aim of enabling people to move on from the hostel and live independently within the community and to help people sustain their tenancies. Family and Youth Supports Extern's Young People and Families services are operational from bases across Belfast, Newtownards, Lisburn, Newtownabbey, DerrylLondonderry, Enniskillen, Omagh and Strabane. Extern Group Consolidated Report of the Trustees Year Ended 31 March 2025 The nature of the services are further outlined below.. Children Looked After CLA Mentorin Su ort Service is funded by the SPPG. The Servi￿ operates across Northem Ireland and offers a bespoke and task-ft)rced model of mentoring. The service is available to young people aged 10-18 residing in a care Pla￿ment or who have prior experience of care placement. The service offers a range of supports, tailored to the needs to each young person, to enable effective outcomes. Mentoring supports are provided for a range of issues, including improving self-confidencelself*steem, social inclusion, education, and employment and improving personal relationships. Creative Youth Pro"ect is an innovative all Ireland project funded by The Minister for Tourism, Arts, Gaeltacht, Sport and Media in Republic of Ireland. The project works with 20 young people aged 16-24 years, from Greater Belfast and Drogheda, who have multiple and complex needs. The aim is to provide a safe space for young people to tell stories of their lived experience using Theatre of the Oppressed methodology with this culminating in a production in The Mac, Belfast in November 2025 and Drogheda in December 2025. Inde endent Visitors is fijnded by the WHSCT. This Servi￿ provides one-to-one support for children and young people who are in care or have had experience with the Trusys care support Servi￿$. The role of the Independent Visitor is to 'assist, advise and befriend, through building positive and supportive relationships with individuals, independent of the Trust. Intensive Su ort Fosterin is an integrated approach be￿een Social Services and Children Looked After Therapeutic Services. It supports a minimum of eight specialist foster placements within the South-Eastem and Belfast Trusts. The programme involves recruiting and training a minimum of eight specialist foster families who will be trained in the Model of Attachment Practi￿ and be supported by a team comprising social workers and therapeutic services. Janus Youth Su ort is funded by the SEHSCT. The team works intensively on a one-to-one basis with young people aged 10-17 years who are living in the community or within the care system, whose behaviour is challenging, posing a risk to either themselves or others. Individually tailored support programmes are developed in response to the needs of the young people to support them to remain at home or at the lowest level within the care system. The project is aimed at young people's social functioning, community inclusion and family relationships. Linx Ards and Lisburn is funded by SEHSCT. This service is a community-based programme which builds upon the strengths of young people aged 13-17 and their families to encourage healthy development, safety, stability, and a positive fvture. The Linx team help young people, and their parentslcarers improve their relationships and support parents to help their children develop confidence and resilientr. Linx seeks to reduce the likelihood of family breakdown and help young people to remain in their home, school, and local communities Movin Forward Movin On is funded by UK Shared Prosperity Fund. This is a transitional mentoring support service for people aged 16+ transitioning into further education, training, or employment. It works with 130+ individuals per year and has a partnership agreement with Business in the Community who provide direct links to employers and support with applications, CVS, and interview techniques. Pathwa s is fijnded by the Education Authority. This is an alternative education programme that works with young people aged 14-16 years who are at risk of being excluded from mainstream education and who may be at risk of offending or entering Care or custody. Pathways provides a full-time altemative education programme, five days a week, delivering 190 hours of support. Many young people attending Pathways are presenting with SEBD (social, emotional, behavioural difficulties) and more often undiagnosed additional learning needs, so staff have been inventive in both delivery and programme development. Personal development programmes include mental health awareness, alcohol, drugs, sexual health, cultural diversity, homelessness, and mindfulness. Positive Futures is funded through a private Trust Fund and employs two part-time peer mentors with lived experience to provide mentoring peer support to 60 young people per year through the delivery of OCN qualifications in Peer Mentoring and Personal Development. Extern Group Consolldated Report of the Trustees Year Ended 31 March 2025 Raisin As irations North Down DARE Pro ramme is now entering its third year. It is funded through Communities in Transition and Extern partners with Alternative Nl to work with 40 young people in primary and secondary schools in the Bangor area to raise educational aspirations. Stren th 2 Stren th is funded by the SPPG and is a community-based intervention provided to children aged 8- 13 and their families within the Western Trust area who are assessed as being 'in need, and where the children are at risk of offending and antisocial behaviour. Short Sta Breaks offers respite, safety and support to young people aged 8-27 years and their families at Extern respite facilities at Kinnahalla, Co Down and Roscor, Co Fermanagh. The service is contracted by four of the five Health Trusts within the Nl and Tusla, the Family and Children's organisation in the Republic of Ireland. The programme works in partnership with social workers and responds to crisis, offering a sanctuary for young people who need time in a safe place where they can build on their strengths and develop confidence and self- esteem to address a range of issues for managing life challenges. Youth En ement Service is funded by the PHA. This service is based in Belfast and North Down (Bangor). Both projects offer a safe, social environment for young people aged 11-25 to explore, learn and develop their emotional well-being through the provision of an advice and signposting service on issues such as.. Drug and alcohol use Low self*steem Poor mental health Training and education Bullying Work is based in schools, community settings and youth focused centres, but both also operate on a drop-in basis during the week. Extern Ireland Services Activity Overview Commlssioning and Strateglc Alignment of Extern's Services Extern's Ireland services are commissioned through public procurement processes, its commissioners include Department of Justice, TUSLA- Family and Child Agency, HSE and its Problem Gambling service is funded by a private donor. The commissioned services are delivered in close partnership with our commissioner-funders to support the achievement of their strategic objectives and contribute to the outcomes set out in the Programme for Government. Extern service delivery spanned 32 projects across our five specialist areas of service provision. No of Pro"ects 18 ervice Dolive Areas oun Peo le and Families outh Justice raveller Prima Care Disabili Services Problem Gamblin During this reporting period Extern services supported 1,237 individuals as well as 4,948 indirect beneficiaries. Family Support Services rime Out offers immediate crisis response for young people and families when home placements are at risk of breaking down. It also provides planned respite to ensure regular breaks for families and young people experiencing challenges at home or in the community. During these times, staff work with young peop5e to help them develop specific skills related to behaviour, life skills, and self-management. 14 Extem Group Consolidatsd Report of the Trustees Year Ended 31 March 2025 The demand for this service has increased throughout the year, sometimes needing longer or more frequent interventions than the usual four-day breaks. Extern utilises several Safe Haven facilities across the island for these breaks. Janus provides intensive, one-on-one support for young people when home or foster placements are at risk of breaking down. This Servi￿ includes planned respite to ensure regular breaks, supporting the wider family unit. An individualised intervention package is developed with the young person and the referring professional agent to address identified risk behaviours and support the development of positive social, emotional, educational, and physical skills. The primary focus is to help the young person stsy within the family setting and avoid entering care. Janus services are available in various regions across Ireland, including Dublin, Cavanlmonaghan, Kildare, Wicklow, Louth, Meath, Galway, Roscommon, Longford, Westmeath, Laois, Offaly, Limerick, Clare and Tipperary. Youth Su ort offers a group-based approach to help service users develop pro-social skills. It focuses on participation, group conflict resolution, and cooperation. Issue-based group work sessions help young people identify and reduce risk-taking behaviours. Group respite overnights promote the development of independent skills and provide new learning opportunities. Individual sessions are also available to address specific needs. This se￿l¢e, offered to young people aged 9-14, involves parents to agree on interventions and review progress, and it is delivered in Dublin City North. Intensive Home Su ort Service IHSS provides intensive home support to families with the aim of keeping children and young people safely in the family home or foster care. This service targets families with significant child protection issues where children are at risk of being taken into care. Referred by Tusla, these families often face complex challenges, including abuse, addiction, mental health issues, criminality, poor attachment, and inadequate parenting capacity. IHSS supports families with children ranging from pre-school age to adolescence in North Dublin, Kildare, and Wicklow. Youth Justice Services Bail Su ervision Scheme BSS) uses Multisystemic Therapy (MST) as an alternative to remand for young people up to 17 years old, referred by the Children's Court. Funded by the Department of Justice, BSS has been extended to include a Janus Justice worker for those excluded by MST criteria due to the absen￿ of a stable family home. Extern delivers BSS in Dublin, Limerick, and Cork. Janus Justice provides intensive support to young people (12-17 years) and young Adults (18-23 years) escalating through the Youth Justice System or assigned a Probation Officer. Referrals come from Juvenile LiaisonlProbation Officers. The service focuses on diversional activities and personal development to reduce reoffending and enhance community safety. It operates in Limerick under the "Harder to Reach" element of the YDP servI￿s Youth Diversion Pro"ect YDP offers early inteNention and diversionary activities to young people identified by Garda Juvenile Liaison Officers due to antisocial or criminal behaviour. This project aims to reduce reoffending and enhance community safety through diversional activities, personal development and family support. Intensive Fami Su ort Service IFSS provides intensive home support to families with the aim of keeping Children and young people safely in the family home or foster care. This service targets families with significant issues where children are at risk of being influenced by criminality. Families often face complex challenges, including abuse, addiction, mental health issues, criminality, poor attachment, and inadequate parenting capacity. The model is designed to combine a family support and community development approach to service delivery. Minority Communities Traveller Prima Health Care supports Traveller community members by providing health information and training. The programme aims to improve physical and mental health outcomes for the Traveller population. Projects operate in both Cavan and Meath. Extern Group Consolidated Report of the Trustees Year Ended 31 March 2025 Addictlon Support Services Problem Gamblin aims to prevent and minimise gambling-related harm in Ireland. The project advocates for effective gambling legislation and regulation, promoting responsible gambling. This year, the project delivered gambling harm prevention talks to 68 schools across 19 counties, reaching over 6,000 students. It is currently the only Youth Gambling Awareness Project in the Republic of Ireland. Intellectual Disabillty Servlces Extern Outrea¢h Su ort Service EOSS works with individuals with intellectual disabilities, helping them participate in community life, develop social and interpersonal skills, and reduce social marginalisation. The service provides tailored individual support plans for each user and offers important respite and support to families. Extern Disabili Res ite Service EDRS aims to prevent individuals from entering care by supporting those whose home placements are at risk of breaking down or who need additional assistance to develop new skills for a better quality of life. The service also offers essential respite for individuals and their families. Utilising a social care model, EDRS introduces a variety of programmes that help individuals develop skills in independent living, effective communication, and behaviour management. In partnership with the HSE'S Disability Services and the families of our service users, EDRS works with individuals with disabilities andlor autism who may struggle to integrate into traditional social, educational, or community systems. The goal is to promote a positive home environment, thereby supporting home placements and reducing the risk of long-term residential care. The service emphasises person-centred care, community inclusion, and active citizenship. Regular assessments ensure that the needs of service users are met, and progress is continuously monitored. Su ort Services Extern's programme delivery is underpinned by a comprehensive range of Support servi￿$. These services are managed centrally within the Extern Group Company and provide operational and strategic support to both Extern Northern Ireland and Extern Ireland under the terms of a Service Level Agreement. The scope of Support SeNices is broad and includes the following key functions.. Safe uardin function reports directly to the CEO and a lead Board Member with oversight on safeguarding. The department is responsible for the Safeguarding Strategy., safeguarding operational plan., safeguarding staff training including specialist training e.g. sexual grooming., and tailored safeguarding statements for all services and programmes. Finance function provides services and support on transaction processing., payroll services., pensions administration., budget build,. service costings and tender bids,. management and financial accounting and reporting,. grant applications., funding claims,. contracts management., statutory reporting,. business assurance checks and controls and balances. IT & Telecommunications function provides services and support on IT support., IT hardware,. systems SO￿are, telecoms and communication networks,. cyber security and other protective measures. Estates Fleet and Central Procurement function provides services and support on Estates and lease management,. fleet management., health & safety management and assurance., central supplier tendering and supplier contract management., insurance placement, management and claims administration. Human Resources and Staff Develo ment function provides support and services on recruitment, vetting, registration and staff induction processes., employee relations. reward and remuneration; advice, guidance and assistance on all aspects of personnel and human resources management. Comprehensive training and development opportunities are provided to staff based on their role which are facilitated on a face-to-face basis or through our Learning Management System (LMS) Extèrn Group Consolidatsd Report of the Trustees Year Ended 31 March 2025 Practice Develo ment Unit PDU l Trainin function provides support and services including a Practice Learning Centre for social work placements, providing oversight, management and assessment of students, in partnership with Extern services and other partner organisations. Additionally, Extern PDU are commissioned by the Northern Ireland Social Care Council (NISCC) to run the Professional in Practice {PiP) and Voluntary Organisations Communication and Learning Service (VOCALS). These servi￿$ ensure coordination, communication and representation of the sector, in multiple ft)rums and processes, to enable its contribution to undergraduate and post-graduate social work training. Quali Assurance Governan￿ and Audit function provides services and support on internal audits of systems, controls & policy compliance" stakeholder audit co-ordination", safeguarding pr0￿dUreS, policies, training, communications and incident management; risk management, Co-ordination and monitoring., and GDPR and Data Protection Services. Executive Su ort Communications En ement and Fundin Develo ment function provides support and services on Strategic Leadership., Public & Stakeholder Relationship Management. Internal & External Communications Management {PR),' Public Affairs" Crisis & Reputation Management" Funding Strategy", and Fundraising support to advance Extem's mission. Our Peo le Extern operates a framework for employee information and consultation which complies with the requirements of the Information and Consultation of Employee Regulations 2004. Extern's Workfor￿ is central to the delivery of our mission and the achievement of Strategic goals. In partnership with staff, the organisation has committed to becoming a fully Trauma-lnformed Organisation by 2030. During the reporting period. Extem employed: 305 in direct service delivery in Northern Ireland 226 in direct Servi￿ delivery in the Republic of Ireland 55 in support services (employed by Extern Group and supporting both Extern Northern Ireland and Extern Ireland) Extem is a Real Living Wage employer across both jurisdictions, reflecting our commitment to fair and equitsble employment practices. Recruitment and retention of skilled and experienced staff remain a key priority. Despite sector-wide Challenges, we achieved a staff retention rate over the past year of - 85 % in Northern Ireland 920/0 in Republic of Ireland Structure Governance Strate Mana ement of Risk and Finance Extern's Leadership Team (Executive) - Key Management The day-to-day leadership of Extern is executed by the Strategic Leadership Team (SLT) led by the Chief Executive. The CEO is assisted in the day-to-day leadership by the COO (this post ended on 2 December 2024) and six directors- Director of People and Organisational Development, Director of Finance and Corporate Services, Director of Drug, Alcohol, Mental Health Services and Youth services (West) (Nl), Director of Communities and Family Services (Nl), Director of Services Ireland and Director of Policy and Development as listed on page 3. Each have a responsibility for an area of its activities, resources, performance and operations. SLT is supported in the operational delivery of its activity by the Operational Leadership Team (OLT) which is made up of senior services and senior corporate support staff. The Board delegates the day-to4ay management of the charity to the CEO and Strategic Leadership Team. The CEO reports to the Group Chair. Neither the [CEO nor any of the executive directors are registered Directors of the Board. Extem Group Consolidated Report of the Trustees Year Ended 31 March 2025 Governance Governance handbooks for Members of the Board support the Charity Articles by setting out the codes Members are governed by and will adopt in the fulfiSment of their responsibility for the activities of the organisation. The company is limited by guarantee and a registered charity. It is governed by a Board of up to nine Board Members. The Board meets at least four times during the financial year with additional meetings called if necessary The Board is supported by the Extern Group Board Sub-committee structure which includes the Nominations and Remuneration Committee (NRC) and the Audit and Risk Committee (ARC) which includes finance. Each committee meets at least four times a year and makes recommendations to the Board for the latter's review and consideration for approval. The Group Board holds an AGM every 12 months and the members of the Extern Nl Board are entitled to attend either in person or online. Board Members do not receive any remuneration in respect of their services to the charity. Receipted expenses are reimbursed when incurred. The Board Members, who are non-executive, have a diverse range of skills and expertise to support the charity advance its mission with relevant experience in finance, legal, criminal justice, housing, health, children services, business, research and mental health. There are a number of policies in place to complement the Governance Manual to address any issues e.g. Conflict of Interest and Code of Conduct. From time-to-time urgent decisions on matters reserved for the Board many need to be taken bel￿een scheduled Board Meetings. In such circumstances, the Chair of Extern Northern Ireland in consultation with the Chairs of Extern Group and Extern Ireland have the authority to deal with such matters. In all circumstances, decisions will be formally recorded and reported to the Board. This is in accordance with the Boards, Scheme of Delegation. Constitution Extern Group is a charity which is constituted under the Companies Act 2006, as a Company Limited by Guarantee. The company's governing document is the Memorandum and Articles of Association. Holding and Subsldiary Companies Extern Northern Ireland was registered in 1978 to administer services in Northern Ireland. Extern Ireland as registered in 2004 to administer services in the Republic of Ireland. New governan￿ arrangements took effect from 1 July 2014 whereby both companies became subsidiaries of the new holding Company, Extern Group. Board Structure The Group Board is in the process of reviewing its current structure with the aim of streamlining the overall governance of the three companies- Extern Group, Extern Northern Ireland and Extern Ireland. 1E Extern Group Consolidated Report of the Trustees Year Ended 31 March 2025 Board Members, Interests In the current year, no Board Member had any interest in any contract undertaken by the organisation. Going Concern The Board Members believe that there are no material uncertainties that cast significant doubt about the company's ability to continue as a going con￿rn, and the financial ststements have been prepared on this basis. Appointment of Board Members As set out in the Memorandum and Articles of Association, the Chair of Extern Northern Ireland is appointed annually by Board Members. The appointment to the Chair cannot normally be for more than six consecutive years. The appointment of new Board Members is confirmed by election at the following AGM. Board Members may seNe a maximum of nine years. There is a policy of retirement by rotation to ensure that the Board is continually rejuvenated. The Board also considers succession planning to ensure continued expertise when its most experienced members step down. Board Member Induction and Training New Board Members participate in a structured orientation programme led by the Group Chair and Chief Executive. This induction covers key areas including legal responsibilities under company law, the organisation's Memorandum and Articles of Association, Board composition, decision-making pro￿sses, strategic direction, the annual operational plan, financial performance, current programmes and projects, recent annual reports, and an overview of staff and volunteer engagement. All Board Members are encouraged to deepen their understanding of Extern's work by visiting servi￿$ aligned with their expertise and location. They are also invited to attend internal and external training opportunities to support their continued development and effectiveness in their governance role. Conflict of Interest New Board Members are requested to sign up to the Board's Code of Conduct and are also required to complete and sign a Conflict-of-lnterest document, declaring any conflicts that either currently exist or may materialise during their term on the Board. All Board Members are requested to submit an annual Declaration of Interest form and to resubmit should their circumStan￿S change during the year, in line with Extern Group Consolidated Report of the Trustees Year Ended 31 March 2025 the Boards, Conflict of Interest Policy. Conflicts of interest and declarations of loyalty are included as a standing agenda item for all committeelboard meetings. Board Members who declare a conflict of interest at the start of the meeting are obliged to leave the meeting before the relevant agenda item is discussed. Fixed Assets The Trustees are of the opinion that the market value of interest in land and buildings as at the end of the period exceeded that amount in the balance sheet, but they have sought not to reflect the excess in the financial statements, given the economic environment at present. Principal Risks and Uncertainties The principal risks facing Extern Group relate to the safeguarding of its services to clients, which the company manages through the deployment of appropriately qualified and trained staff led by the Head of Safeguarding and Head of Quality and Audit personnel and use of appropriate policies and standards. The main uncertainty facing Extern Group relates to the funding environment in which the company operates. Strategy The Group Board, with input from both Northern Ireland and Republic of Ireland Board Members, holds overall responsibility for setting the strategic direction of the organisation, approving the budgetary framework, and overseeing major initiatives. The Chief Executive provides regular updates on strategic progress and operational delivery at Board meetings and through ongoing engagement with the Group Chair. This ensures informed, timely decision-making and enables the Board to respond to emerging priorities and adjust plans as needed. During the reporting period, Extern operated under a one-year strategic plan while undertaking significant work to develop a new five-year strategy, scheduled for launch in April 2025. Future Plans and Strategic Development Extern has engaged extensively with commissioner-funders to understand their evolving priorities and strategic direction. This engagement is informing the development of the organisation's new five-year strategy. As part of this process, eight service logic models have been developed. These models align each service area with societal needs, commissioner strategies, contractual obligations, service user expectations, delivery mechanisms, and impact outcomes. They will serve as a foundation for future service innovation and strategic planning. Board Members, staff, and service users have played an active role in shaping the strategy through consultation and engagement activities. Extern remains committed to becoming a Trauma-lnformed Organisation by 2030. An action plan is currently being developed to embed trauma-informed principles across the organisation during the lifetime of the new strategy. Extern successfully secured funding for its first all-island youth initiative, Creative Youth, through Creative Ireland, part of the Irish Government's Shared Island Fund. This new service reflects a significant step forward in Extern's strategic ambition to expand and replicate successful service models across both jurisdictions. Learning and Development, Recognltion and Remuneration and Staff Support Extern's Practice Development Unit {PDU) continues to play a vital role in workforce development. The PDU hosts a Practice Learning Centre for social work placements, providing oversight, supervision, and assessment in collaboration with internal teams and external partners in Northern Ireland. In this reporting period, the Practice Development Team supported the training and placement in Northern Ireland of 19 social work students, contributing to the development of the future workforce. 2C Extem Group Consolidated Report of the Trustees Year Ended 31 March 2025 Reward and Remuneration Extern continues to review its reward and remuneration offering to ensure it remains an employer of choice and competitive in the markets in which we operate. Staff Supports Staff can access an employee assist service in both jurisdictions which is a free and confidential support programme to help support staff in many aspects of their lives, in and out of the workplace. Extern operates a calendar of health and wellbeing initiatives to support staff. Recognition and Accreditation Extern is proud to have achieved several accreditations that reflect our commitment to excellen￿, inclusion, and continuous improvement: Investors in People (IIP} Silver Award Investor in Volunteering accreditation Bronze Diversity Charter Mark {Nl) Currently pursuing Menopause Friendly Employer accreditation These recognitions affirm our dedication to creating a supportive, inclusive, and high-performing workplace. Our Employees with Disability In keeping with our own ethos, and in fvll compliance with Equality Legislation, Extern gives equal consideration to applications for employment from persons with a disability. Subsequent employment is contingent upon the capacty of the applicant to adequately fulfil the requirements of the post. Where an employee acquires a disability, Extern is committed to providing continued employment under the normal terms and conditions, where this is practicable. In addition, Extern makes all reasonable adjustments to ensure thatjob applicants or employees with a disability are not disadvantaged by their Workpla￿ or working practiTrs. Training and career development is also provided when appropriate and feasible. Staff members with a disability have full access to the facilities and provisions required to enable them to carry out the duties of their position, as far as this is possible, and to opportunities for career progression. Volunteering Extern remains committed to fostering an inclusive and impactful volunteering programme, inspired by the founding spirit of volunteerism that shaped the organisation in the mid-1970s. This commitment is being further strengthened through a dedicated Volunteering Working Group, which plays an integral role in shaping the new five-year strategy. Volunteers contribute meaningfully across a range of Servi￿S, enhancing the reach and effectiveness of our programmes. Key areas of volunteer involvement include.. Telephone Befrienders.. Supporting the Criminal Justice Floating Support Service, volunteers provide a friendly and consistent point of contact to help clients combat social isolation as they reintegrate into their communities. Mentor Support Volunteers: Working alongside the Mentoring Support Service, volunteers help young people build self-confidence, independence, and essential life skills. Volunteer-led Acupuncture Clinics.. Delivered in partnership with the Community in Transition and Reach Out Teams, these clinics offer holistic support to individuals in recovery and transition. Community Champions.. Local volunteers contribute to a variety of community-based initiatives, including men's health programmes and Ernbrac￿a cold-water dipping initiative designed to support mental wellbeing and redu￿ anxiety. 21 Extern Group Consolidated Report of the Trustees Year Ended 31 March 2025 Support role-. in the support of children, young people and adults with intellectual disability or autism through Extern's Outreach Support Service (EOSS) in Limerick. Management of Risk Extern delivers services commissioned by public sector bodies and government departments. These services are delivered under a range of funding contracts and are supported by the organisation's support functions, including HR, Finance, Safeguarding, Data Protection, IT & Cyber Security, and Funding. The principal risks associated with service delivery include: Sustainability of funding Safeguarding of service users and staff Data protection and cyber security Extern actively manages these risks through comprehensive corporate and operational risk registers, which are reviewed at each Audit and Risk Committee (ARC) meeting. Updates are provided to the Board by the ARC Chair, ensuring robust oversight and timely mitigation. Risk management is further strengthened by dedicated processes and experienced personnel, including- Tailored safeguarding statements for each service Head of Safeguarding Head of Quality and Audit Data Protection and GDPR Officer IT & Cyber Security Manager Extern is committed to ensuring, as far as reasonably practicable, the health, safety, and welfare of its service users, employees, volunteers, students, and Board Members. This commitment is underpinned by a corporate risk strategy, which includes an assurance framework and a risk management policy that promotes a culture of accountability and vigilance across all levels of the organisation-from frontline staff to the Board. Risk management practices also extend to volunteers, bank staff, students, and subcontractors, ensuring a consistent and inclusive approach. Extern recognises that a safe and healthy working environment is essential to the nature of its work. Senior managers and Board Members are expected to lead by example, fostering a culture of safety, support, and continuous improvement throughout the organisation. There are several committees at both Board and operational level to ensure the effective management of all risk. Board Committees include Audit and Risk Committee and Nominations and Remuneration Committee. Extern Committees include Health and Safety and Safeguarding. On a monthly basis, the Strategic Leadership Team and Operational Leadership Team complete a risk register which incorporates all identified risks. Risk is escalated through Extern's risk escalation procedures. Through its policies, procedures, and training, Extern strives to ensure that risks are continuously identified, assessed, and appropriately managed. The organisation aims to.. Foster a culture of openness and encourage the reporting of risks, incidents, and near misses to support organisation-wide learning. Provide staff with appropriate training to ensure effective risk management and compliance with regulatory standards and legislation. The Strategic Leadership Team (SLT) maintsins the Corporate Risk Register, which incorporates tsrgets from the Annual Plan aligned to the organisation's strategic objectives. At the project level, risk is managed through a suite of controls, including the Risk Management Policy, individual and group risk assessments, Lone Working and Safeguarding Policies, and mandatory training delivered during induction and as part of ongoing professional development. Extem Group Consolidated Report of the Trustees Year Ended 31 March 2025 Extern also engages independent professional firms to conduct internal and external audits, ensuring transparency and accountability. In addition, the Quality & Audit Department carries out planned and unannounced audits to assess compliance and identify opportunities for improvement. The Safeguarding Committee, led by the Head of Safeguarding, meets quarterly and includes members of the Strategic Leadership Team and a nominated Board Member who reports safeguarding matters to the Board. The Health & Safety Committee meets up to three times annually to review organisational health and safety practices, including transportation of seNice users, lone working, incident reporting, and compliance across all premises. This includes environmental risk assessments, fire safety inspections, and adherence to relevant standards such as COSHH and NEBOSH. Risk management, safeguarding, and health and safety are standing agenda items at all team meetings-from frontiine services to the Strategic Leadership Team-ensuring these priorities are embedded across the organisation's operational and strategic delivery. The Board maintains its own Risk Management Policy Statement, which outlines the organisation's responsibilities and those of individual Board Members in ensuring effective governance and risk oversight. Cyber Security In 2024, Extem made an urgent and significant unplanned investment in its IT infrastructure, with a strong focus on enhancing cyber security. This urgent investment was required due to an external ransomware attack on the organisations IT infrastructure. Thorough investigation confirmed that there was no impact on our financial systems, financial data, or the integrity of our accounting records. All required reporting was completed, including to the regulatory authorities and commissioners. We worked closely with the ICO (Northern Ireland) and DPC (Ireland) throughout the reporting period to contain and manage the situation and the impact. This essential work included the adoption of cloud-based technologies, the implementation of multi-factor authentication, and the introduction of advanced device control systems. An extefflal specialist consultancy was engaged to support the delivery of the development plan. As a result, Extern successfully achieved Cyber Essentials Plus certification, demonstrating its commitment to safeguarding data and strengthening organisational resilience. This investment was also critical to ensuring Extem continues to meet the cyber security stsndards required by commissioner and funder contractual obligations. Safeguarding Extern developed tailored training programmes to meet the specific needs of individual service areas, including bespoke safeguarding training. A key example was specialist training on sexual grooming, delivered by the Head of Safeguarding to frontline and support staff, students, volunteers, bank workers, and Board Members. Safeguarding Statements were finalised for all services, and policies and procedures were updated to reflect best practice. Quarterly Safeguarding Committee meetings provided a structured forum to review concerns and implement responsive actions. Extern also strengthened extemal partnerships through engagement led by the Head of Safeguarding, promoting awareness of the organisation's service provision and the demographics it supports. Looking ahead, the Head of Safeguarding will continue to lead the development of a robust safeguarding strategy, reporting to the Services, Safeguarding and Quality Committee (SSQC). This includes analysis of safeguarding data, identification of trends, and promotion of shared learning across the organisation. Reserves Polic Unrestricted Reserves At 31 March 2025 Extem Group held £6.7m in unrestricted reserves these are detailed in Note 11 of the Financial Statements, this includes £3.7m of unrestricted designated reserves held for a particular purpose by the trustees. Unrestricted reserves are those reserves which Extern can expend at the discretion of the Trustees to promote the objects of the charity. The organisation maintains a level of unrestricted reserves Extern Group Consolidated Report of the Trustees Year Ended 31 March 2025 to ensure effective financial governance through ensuring that the charity can continue to operate as a going concern and remain viable in the face of any changing circumstances including interruptions to funding or fluctuations in income and expenditure. Unrestricted Designated Reserves At 31 March 2025 Extern Group held £3.7m in unrestricted designated reserves these are detailed in Note 11 to the Financial Statements. Unrestricted designated reserves comprise unrestricted funds designated for a particular purpose by the Trustees. These are, typically, reserves relating to individual projects which remain designated to the individual programme of activity and fixed assets reseNes tied up in the delivery of services. Restricted Reserves At the 31 March 2025 Extern Group held restricted reserves of £2.6m, these are detailed in Note 10 of Ihe Financial Statements. Restricted reserves are those reserves which have specific conditions attached to them as to how they are to be spent. Remuneration Policy The organisation has a Reward and Remuneration Polioy which is reviewed and updated on a regular basis to ensure that staff length of service is recognised and that the organisation's salaries remain competitive in the sector in which it operates. The organisation uses a variety of too5s to support the performance management of staff including probationary reviews, performance appraisals and where formal performance management inteNentions are required, the utilisation of formal performance measures to ensure that staff continue to be efficient, effective and productive. The CEO'S remuneration is reviewed annually by the Nominations and Remuneration Committee and Extern Group Board. Financlal Review The Statement of Financial Activities and Statement of Financial Position for the year ended 31 March 2025 are set out on pages 30 to 33 and the financial review is based on these results. Overvlew Charitable activities are largely supported by statutory income from a number of Government Departments, Health Trusts and other statutory organisations. These commissioners are highlighted in the service descriptions included on pages 13 to 17. As an organisation we have continued to focus on sustainability through pursuing tender opportunities and applications to Trusts and Foundations. Charitable incomeldonations have increased by 3 /0 to £24.4m (2024 £23.7m) due to an increase in contracts undertaken by Extern during the period. Extern's emphasis going forward continues to be on securing income that wi51 result in sustainable finances and cash flow. The net income before exceptional item in the accounting year was £182,4 k compared to net income of £733.7k in 2024. The company assets remain strong, with net assets of £9.3m at 31 March 2025 {2024'. £9.9m). After the year end the charity's commissioner-funder NIHE agreed a repayment from the restricted reserves relating to Supporting People Project of £646K. This is referenced in note 9 in the Financial Statements. The Board Members consider that the 4-year payment plan agreed with NIHE will mean the charity, for the foreseeable future, will be able to meet all its commitments as they fall due. The Board Members believe there are no material uncertainties that cast significant doubt on the company's ability to continue as a going concern and thus the financial statements have been prepared on this basis. 24 Extem Group Consolidated Report of the Trustees Year Ended 31 March 2025 The Board Members believe that they have complied with the requirements of the Companies Act 2006 with regards to books of account by employing accounting personnel with appropriate expertise and by providing adequate resources to the financial fvnction. DiscI(￿ure of Inforniation to the Auditors The Board Members who held office at the date of approval of this Report confirm that, so far as they are each aware, there is no relevant audit information of which the company's auditors are unaware. Each Board Member has taken all the steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the company's auditors are also aware of that information. Auditors In accordance with the Companies Act 2006, a resolution for the re-appointment of the company auditors will be proposed at the Annual General Meeting. Statement of Board Member Responsibilities in respect of the Board Members Report and Financial Statements The Board Members are responsible for preparing the Trustees Report and the financial statements in accordance with applicable UK law and UK Generally Accepted Accounting Practice. Company law requires the Trustees to prepare financial statements for each financial year. Under that law the Trustees have elected to prepare the financial statements in accordance with UK Generally Accepted Accounting Practice, Accounting Standards and applicable law. Under company law the Trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the company and of the profit or loss of the company for that period. In preparing these financial statements, the Trustees are required to- Select suitable account policies and then apply them consistentiy Make judgements and accounting estimates that are reasonable and prudent State whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements Prepare the financial statements on the going concem basis unless it is inappropriate to presume the company will continue in business. The Trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the company's transactions and disclose, with reasonable accuracy at any time, the financial position of the company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. By order of the Board 15 De￿mber 2025 Date Approved air Extern Group Consolidated Company Limited by Guarantee Independent Auditor's Reportto the Members of Extern Group Consolidated for Year ended 31 March 2025 Opinion We have audited the group and parentcharitable company financial statements of Extern Group for the year ended 31 March 2025 which Comprises the consolidated and charity Statement of Financial Activities, the consolidated and charity Balance Sheets, the consolidated and charity cash flow statement and the notes to the accounts including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland {United Kingdom Generally Accepted Accounting Practice). In our opinion the accounts= give a true and fair view of the state ofthe Group's and of the Parents charitable company's affairs as at year ended 31 March 2025 and of its incoming resources and application of resources, including its income and expenditure, for the year then ended; have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice including FRS 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland, and the Statement of Recommended Practice: Accounting and Reporting by Charities, 2019 Edition., and have been prepared in accordance with the requirements of the Companies Act 2006. Basis for opinion We conducted our audit in accordance with International Standards on Auditing (UK) (ISAS (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor's responsibilities for the audit of the accounts section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the accounts in the UK, including the FRC'S Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Conclusions relating to going concern In auditing the financial ststements, we have concluded that the trustees, use of the going concern basis of accounting in the preparation of the financial statements is appropriate. Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the Group or Parent Charity's ability to Continue as a going concern for a period of at least ￿e1ve months from when the financial statements are authorised for issue. Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report. Other information The other information comprises the information included in the annual report, other than the financial statements and our auditofs report thereon. The Trustees are responsible for the other information. Our opinion on the accounts does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. 26 Extem Group Consolidated Company Limited by Guarantee Independent Auditor's Report to the Members of Extem Group Consolidated for Year ended 31 March 2025 Other inforniation (Cont) In connection with. our audrt of the financial statements, our responsibility is to read the other information and. in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be Material￿ misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the accounts or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard. Opinions on other matters prescribed by the Companies Act 2006 In our opinion, based on the work undertaken in the course of our audit.. - the information given in the Trustees Report for the financial year for which the accounts are prepared is consistent with the financial statements: and - the Trustees Report has been prepared in accordance wtth applicable legal requirements. Matters on which we are required to report by exception In the light of the knowledge and understanding of the Trustees and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees Report. We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you If, in our opinion.. adequate accounting records have not been kept, or returns adequate for our audit have not been received; or - the accounts are not in agreement wrth the accounting records and returns., or - certain disclosures of trustees, remuneration specified by law are not made; or - we have not received all the information and explanations we require for our audit. Responsibilities of Trustees As explained more fulty in the Statement of Trustees Responsibilities, the Trustees are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the directors determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the Trustees are responsible for assessing the charity's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis accounting unless the Trustees either intend to liquidate the company or to cease operations, or have no realistic alternative but to do so. 27 Extern Group Consolidated Company Limited by Guarantee Independent Audltor's Report to the Members of Extern Group Consolidated for Year ended 31 March 2025 Auditor's responsibllities for the audit of the financial statements Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditorfs report that includes ouropinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAS (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capab5e of detecting irregularities, including fraud, is detailed below. Extent to which the audit was considered capable of detecting irregularities, including fraud The objectives ofour audit in respect offraud, are,. to identify and assess the risks of material misstatement of the financial statements due to fraud. to obtain sufficient appropriate audit evidence regarding the assessed risks of material misstatement due to fraud, through designing and implementing appropriate responses to those assessed risks,. and to respond appropriately to instances of fraud or suspected fraud identified during the audit. However, the primary resporssibility for the prevention and detection of fraud rests with both management and those charged with governance of the Group and Parent charitable company. Our approach was as follows.. We obtained an understanding of the legal and regulatory requirements applicable to the Charity and considered that the most significant are the Companies Act 2006, UK financial reporting standards as issued by the Financial Reporting Council, and UK taxation legislation. We obtained an understanding of how the company complies with these requirements by discussions with management and those charged with governance. We assessed the risk of material misstatement of the financial statements, including the risk of material misstatement due to fraud and how it might occur, by holding discussions with management and those harged with governance. We enquired of management and those charged with governance as to any known instances of non- compliance or suspected non-compliance with laws and regulations. Based on this understanding, we designed specific appropriate audit procedures to identify instances of non-compliance with laws and regulations. This included making enquiries of management and those charged with governance and obtaining additional corroborative evidence as required. Audit response to risks identified As part of an audit in accordance with ISAS (UK} we exercise professional judgement and maintain professional scepticism throughout the audit. Audit procedures performed by the engagement team included: We obtained an understanding of the Group and Parent charitable company's internal control systems in order to design audit procedures that are appropriate in the circumstances, but not for 28 Extern Group Consolidated Company Limited by Guarantee Independent Auditorfs Report to the Members of Extern Group Consolidated for Year ended 31 March 2025 the purposes of expressing an opinion on the effectiveness of the charitable company's internal control. We obtained an understanding of how the Group and Parent charitable company complies with relevant laws and regulations, including those as a result of its registration with the Charity Commission for Northem Ireland and charitable status with HM Revenue & Customs, by making enquiries of management and those charged with govemance. Enquiry of management, those charged with governance and the entity's solicitors around actual and potential litigation and claims. Enquiry of entity staff to identify any instances of non-compliance with laws and regulations. Perfomiing analytical Pro￿dureS to identify any unusual or unexpected relationships that may indicate risks of material misstatement due to fraud Reviewing minutes of meetings of those charged with govemance Reviewing financial statement disclosures and testing to supporting documentation to assess compliance with applicable laws and regulations. Auditing the risk of management override of controls, including through testing journal entries and other adjustments for appropriateness, and evaluating the business rationale of significant transactions that are unusual or outside the normal course of business. We communicated relevant laws and regulations and potential fraud risks to all engagement team members and remained alert to any indications of fraud or non-compliance with laws and regulations throughout the audit. There are inherent limitations in the audit procedures described above and the further removed non- compliance with laws and regulations is from the events and transactions reflected in the financial statements, the less likely we would become aware of it. Also, the risk of not detecting a material misstatement due to fraud is higher than the risk of not detecting one resulting from error, as fraud may involve deliberate concealment through collusion, forgery, intentional omissions, misrepresentations or the override of internal control. A further description of our responsibilities is available on the Financial Reporting Council's website at.. https-.Ilwww.frc.org.uklauditorsresponsibilities. This description forms part of our auditorfs report. Use of our report This report is made solely to the Parent charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006 and regulations made under thatAct. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an auditors, report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the Parent charitable company and its members as a body, for our audit work, for this report, or for the opinions we have formed. A s.pa PW- Dr R I Peters Gallagher OBE FCA (Senior Statutory Auditor) 15 December 2025 For and on behalf of Moore (Nl) LLP Chartered Accountants Statutory Auditors 7 Donegall Square North 4th Floor Donegall House Belfast BT15GB 29 rorNo ¢0 ¢J) o o) 00 ¢JJ o o) o)noo (N •) LO fo Qi LN %5 rn ZS q> aj L* C 40 ca>cQ££¢n ed C x x o cc (J z r£ LL￿ 447Jzoc ¢tO 4Z rnmno2 fD O) ts)0 o n￿o- ) co o) ¢4 co CL ts) Ln (J tD N) O i r U fn o £ZI c co LO 0 7J u00￿ auz -4 C) CJ C) ¢u ffj£ L)CO￿ O o) v>£ a) >nrty) O fra ts) ts) ) on o) a) Cp) q fD ￿ ¢0 (0 ¢5) N) ￿ ti) 0> co ts) ¢0 co al N) CD o) ￿ co 100 )¢D(DaOO iJ) co¢oo¢o￿)0 (Q L4) N) O Ln ts) ) co Ln fJ) ￿ N) a) ￿ 6J ts) co ¢3) O --j ID (Jl Nl Q O) N) ts) N) iD (D a o fD ti) (D G) C co (£J o ¢0 ro (Q O Ln -4(7) co ts) 47) O (J) coa)trJ ¢4) on N) ¢5> L4) CO ( 1> ¢JJ C4) GJ c U1￿j0(0C*OaQ￿KI 00 co uIOa)¢Oa ￿N)cOul0￿}￿l_o)￿0h>o O¢Ja) * 141 (N WO O) tD * Q> r (D tj ) <0 o u)- Cfj Oi Ln v CO Tt (N ¢r) ￿ o) o CO Q ) CO O) O #- co ￿ ¢ ¢J) 00 ¢ ¢ * o ￿ (rj ￿ Lfj rn c ¢¢) c ¢5) CD CQ * O co ￿ cq e G) fA (o 25 o CQ *- O) O) ¢X C4 ￿ O Tt- ¢f ¢D C ID Lfj c to fo (N (D JO Q* O Tr- N- CD C ¢J)r ¢D V- tv (n (nci ￿ ci ￿ Li O_ TTToozzZzz N) Gi h) ¢J ts) - CO Q) Q CD ￿ ts) tD ￿ tD ts> ¢D o L4) ro (0 6> h) LQ N) O O ¢>J VITh aFJ eD Ln To ro IJJ o) <0 0 h) ti) N) (4) (n o) (JJ CO 004 (D o) (D co N) O) ￿ (D (L) Extern Group - Consolidated Company Limited By Guarantee Notes to the Financial Statements Forthe year ended 31st March 2025 11 Unrestricted Funds Unrestricted Funds as at 0110412024 FX Gainl(Loss> on Consolidation Incoming Resource Unrealised Gainl{Loss) Unrestrictsd Funds as at 3110312025 ResoU￿e$ Expended Transfers Unrestricted funds General funds- all fvnds Designated Capital Funds Designated Critical Maintenance Designated Prisoner Support Project Designated Lease Exit Costs Roscor Fund Total unrestricted funds 3.459,992 3,314.778 6,576,688 {6,501,979) (136,174) (3,281) (44.840) (14,613) (813,035) 41.707 2,673.545 3,205,698 529,722 (991) 528,731 539,630 (239,974) 299.656 40.000 6,224 7.890.346 40,000 6,224 6 753.854 6.576,688 6.878,127 3.281 771,328 Exchange loss on consolidation amounts to £60,444. Unrestricted funds comprise "free reserves" which the company can expend at the discretion of the Directors to promote the objects of the charity. Unrestricted Designated Reserves comprise unrestricted funds designated for a particular purpose by the Directors. These are typically reserves relating to individual projects which remain designated to the individual programmes of activity. 12 Analysis of net assets between funds Fund balances at 31 March 2025 are represented by". Unrestricted Restricted Total 2025 Totsl 2024 Tangible fixed assets Net Current Assets Long Term Liabilities Total Net Assets 3,423,966 3,814,735 (484,609) 6,754,092 231,818 2,395,918 3,655,784 6,210,653 <484,609) 9,381,828 3,786,845 6,161,740 2,627,736 9,948,585 13 Taxation No provision for corporation taxation is required for the year ended 31 March 2025 (2023124 - Nil). 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